The dark side of human resource management systems: How and when high-performance work systems lead to unethical pro-organizational behavior?

Purpose Building on cognitive appraisal theory and attribution theory, we investigate the effect of high-performance work systems (HPWS) on employee unethical pro-organizational behavior (UPB) via the mechanism of workplace anxiety and the boundary conditions of well-being-focused and performance-focused HR attribution. Design/methodology/approach To test our hypotheses, we analyzed multi-wave survey data of 240 Chinese employees across multiple industries. Findings Results showed that HPWS were positively related to employee UPB via workplace anxiety. Well-being-focused HR attribution moderated and weakened the HPWS-workplace anxiety relationship and the indirect effect of HPWS on UPB via workplace anxiety. Performance-focused HR attribution moderated and strengthened the HPWS-workplace anxiety relationship and the indirect effect of HPWS on UPB via workplace anxiety. Originality/value Despite the growing research on HPWS, it remains largely unclear whether, how and when these systems may lead to negative consequences for organizations. Drawing on cognitive appraisal theory and attribution theory, this study offers a nuanced theoretical framework to unpack the potential dark side of HPWS, elucidating the processes by which seemingly beneficial management practices can inadvertently undermine employees' effectiveness.